Board Orientation Beryl Bills, Public Member

1. Board OrientationBeryl Bills, Public Member September 6, 2018

2. HMDCB Mission HMDCB helps to relieve suffering and improve quality of life by promoting the excellence and professional competency of hospice physicians.

3. StrategicGoal • To achieve HMDCB’s mission by becoming the nationally recognized certification program for hospice physicians as indicated by: • Having the value of certification recognized within the hospice industry • Having significant number of candidates: initial and recertification • Achieving accreditation from NCCA • Meeting financial goals

4. Role of the Board Govern in a manner that is consistent with the organizations stated mission and purpose Understand the needs, wants and values of the broader constituency Ensure effective organizational planning and adequate resources (structure, funds, time, volunteers, staff, technology, etc.) Ensure legal and ethical integrity and maintain accountability Determine, monitor and enhance certification and recertification process Partner with staff to communicate, assess and measure progress

5. Legal Responsibilities Duty of care Stewardship of financial assets and resources Participating in meetings, decisions Duty of loyalty Acting in good faith; not allowing personal interests to prevail over the interests of the organization Undivided allegiance for decisions outside boardroom Duty of obedience Comply with federal and state law; bylaws Source: American Society of Association Executives, 2009

6. Conflict of Interest Conflict of Interest policy Board members complete disclosure forms annually; review and update prior to each meeting Summary of disclosures updated and posted prior to each meeting Verbal opportunity for additional disclosures provided at beginning of each call (related to agenda items) Potential areas of conflict: Professional Relationship (i.e., employer, consultancy) Personal Relationship (i.e., family, other Board positions) Financial Interest (i.e., ownership, honoraria, support to institution) Education Participation (i.e., content related to certification exam)

7. Conflict of Interest Key to COI management is transparency and self reporting; open disclosure of potential bias to others so that they are aware of a person’s insights and relationship with the issue In some circumstances, additional action may be required, including: Recusal from discussion and/or voting on a particular issue Recusal from participation in all Board activity related to the issue Replacement and/or resignation Conflict of Interest disclosure should be viewed as tool to enable effective governance; not as a weapon or way to limit involvement or engagement

8. In a Knowledge-based Organization... Who makes the decision is far less important than the quality of information and insight on which the decision is made. Source: The Will to Govern Well, ASAE, 2002

9. Essential Knowledge Bases Sensitivity to stakeholders views Foresight about the industry / profession / issue area Insight into capacity and strategic position of HMDCB Awareness of implications (financial, ethical, environmental, etc.) Source: The Will to Govern Well, ASAE, 2002

10. Preparing for Board Meetings Incoming Board Members “audit” annual meeting Encouraged to contribute to conversation May not bring forward motion or vote Board agenda & materials Posted on Board-only webpage minimum one week prior to meeting Bring copies or download to laptop No copies distributed onsite (green initiative)

11. Board Communications Board Communications Web: Board only page Board Agendas Quarterly meetings Electronic Voting (State of Illinois)

12. Questions?

13. AMC & Certification

14. Association Management Center Association Management Center (AMC), a management company, provides management and specialized administrative services to more than 30 health care professional societies and trade associations using a for-profit approach that runs not-for-profit associations like businesses. The AMC model affords association clients the characteristics of economies of scale, experience in the association marketplace, flexibility and adaptability, buying power and centralized facilities. AMC provides a dedicated account staff to each of its associations as well as financial management, publishing and editorial services, web and information services support, meeting and event planning, among other services. In 2018, budgeted for 1.2 FTEs. AMC selected as “best place to work” in Illinois

15. Management & Professional Services Executive Director’s role is to ensure appropriate professional team is assembled to support the strategy, operations, growth and volunteers of HMDCB. Staff structure outlined for FY19: Account Staff Sally Weir, CAE, Executive Director Bruce Hammond, CAE, Senior Marketing Manager Kelly Collins, Operations Coordinator Engaged as necessary Jeff Engle, “DE” Phyllis Milz, Finance Manager Nancy Quinzio, Certification Manager Carly Bartman, Managing Editor Anna Lapso, Membership Services Representative

16. Certification Industry Institute of Credentialing Excellence (ICE) Professional membership association that provides education, networking, and other resources for organizations who work in and serve the credentialing industry. National Commission for Certifying Agencies (NCCA) Created in 1987 by ICE to help ensure the health, welfare, and safety of the public through the accreditation of certification programs/organizations that assess professional competence. Hospice and Palliative Credentialing Center American Board of Wound Management (Wound physicians)

17. Certificate vs. Certification Certificate Program A comprehensive training program on a topic for which participants receive a certificate after completion of the coursework and successful demonstration of attaining the course learning objectives. (Jacobs) Examples: AAHPM Hospice Medical Directors Course Knowledge-Based Certificate A certificate of knowledge emphasizes a relatively narrow scope of specialized knowledge used in the performance of certain professional or occupational duties or tasks. Generally, candidates must participate in assessments to obtain the credential and in many cases, also must meet eligibility requirements, such as relevant coursework and professional experience. (Knapp) Examples: AMDA Certified Medical Director

18. Certificate vs. Certification Cont’d Professional Certification Program The voluntary process by which a nongovernmental entity grants a time-limited recognition to an individual after verifying that he/she has met predetermined and standardized criteria. (Jacobs) Examples: Hospice and Palliative Credentialing Center; ABMS HPM Certification Based on Practice Analysis 2012 National survey of hospice physicians to verify job tasks, relevance and importance Update every 4-6 years

19. Who’s Who

20. Questions?

21. Financials and the Examination

22. Financial Responsibilities Duty of care Stewardship of financial assets and resources Role of the Board Ensure effective organizational planning and adequate resources (structure, funds, time, volunteers, staff, technology, etc.) Developing organization Limited income Grant funding: AAHPM & Kindred Hospice Foundation Alternative Revenue Sources *Source: American Society of Association Executives, 2009

23. Allocation by Cost Center Operating Budget Expense – $364,123

24. FY12-18 Grant Funding 2019 Grant Discussion at Board Meeting

25. Financial Statements Twelve Month Financial Summary (total year profit and loss results) Year to Date Trends (year to date profit and loss results) Twelve Month Program Summary(divided by program) Balance Sheet Forecast

26. Insurance and Legal Counsel General Liability Covers theft, “slip & falls”, other activities that can occur in association's environment Directors and Officer’s Liability (D&O) Provides defense and indemnification for individual volunteers if board is implicated in legal suit while acting on behalf of HMDCB Errors & Omissions (E&O) To protect the organization against litigation of third parties for claims of negligence by the certificant HMDCB Board’s Legal Counsel Paula Goedert, Barnes & Thornburg LLP

27. Exam Committee Charge To oversee the construction of the examination form by: ensuring that items included are in an appropriate distribution according to the content blueprint reviewing all test items written during the Item Writing meeting for accuracy and relevance categorizing questions within the content domains reviewing the psychometrics of test items and examinations determining the passing score

28. Examination Form Evolution Testing Partner - PSI Security and Fairness Best Practice – 1/3 Rule In 2018, new and previous exam items Goal to continue to build item bank Year-round effort Item writing in summer, item review in fall, exam form development in winter, administration in spring

29. Current Certificants – 948!

30. Candidate Demographics Hospice Average Daily Census 41% 1-50 21% 51-100 21% 101-250 17% 251+ Primary Work Setting 35% Hospice Nonprofit 27% For Profit Hospice 19% Private Practice 12% Acute Care Community Hospice 7% Academy/University/Teaching

31. Candidate Demographics Hospice Location 28% Rural 22% Urban 50% Suburban Hours per week 29% 40+ hours 16% 21-39 hours 28% 9-20 hours 20% 5-8 hours 7% 1-4 hours

32. Questions?

33. Recertification Developed in 2016-2017 by Task Force of Hospice Physicians Based on Guiding Principles developed by the Board Public Comment Period Truncated requirements for 2014, 2015, 2016 certificants First applicants in 2019 Program Licensure Practice Hours Professional Development Tool (survey) Continuous Learning (CME / Professional Activities) Secured examination